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Microsoft® Office Enterprise Project Management
Solution (EPM)
Microsoft® Office Enterprise Project Management
Solution (EPM)
IntroductionMicrosoft Enterprise Project Management
(EPM) Building an EPM VisionCase Study: Bonneville Power Authority
• Challenges PMO (Project Management Office) Portfolio Management Integration with LOB (Line of Business) apps.
EPM 2007 – What’s newQ & A
Larry Mead, PMP
Senior EPM Consultant – MCS (Microsoft Consulting Services) – Solution Services Team
History: 20 years USN MIS- Undergrad, Grad- Business PM-overseas, newspaper plant operations NY Times – site management EPM Consulting – BPA
Current: Atlanta, [email protected]
Strategic initiatives Operational improvements Business transformation
activities as well as traditional development projects
ProcessProcessEPMEPM
TechnologTechnologyy
TechnologTechnologyy
StrategyStrategyStrategyStrategy
PeoplePeople
Projec
ts
Projec
tsProjects
Projects
Proj
ects
Proj
ects Projects
Projects
A coordinated A coordinated organizational approach organizational approach to achieving business to achieving business goals through a continual goals through a continual nucleus of projects and nucleus of projects and processes which include:processes which include:
Business has…
Business ProcessesProject ManagementOrganizational CultureCore CompetenciesInformation Systems
How do we combine all of these to establish How do we combine all of these to establish Enterprise Project Management in your Enterprise Project Management in your
organization?organization?
EPM VisionEPM Vision
Years
wit
h P
roje
ct M
anagem
ent
Years
wit
h P
roje
ct M
anagem
ent
Pra
ctic
ePra
ctic
e
DOE, DOD,DOE, DOD,Aerospace & DefenseAerospace & Defense
10 y
ears
10 y
ears
Level 1Level 1 Level 2Level 2 Level 3Level 3 Level 4Level 4 Level 5Level 5
Project Management Maturity LevelProject Management Maturity Level
AutomotiveAutomotive
Systems EngineeringSystems Engineering
Financial ServicesFinancial Services
PharmaceuticalsPharmaceuticals
RetailRetail
ConstructionConstruction
30 +
years
30 +
years
****
**
****
****
Source: Source: Value of Project Management in IT Organizations survey, Center for Value of Project Management in IT Organizations survey, Center for Business Practices, Business Practices, February 2002February 2002
7
– No Workflow gating. – Inability to forecast using EVA– No central PM authority– Inconsistent reporting, tracking, estimating methods– Roles and Responsibilities not clearly defined– Unstable environment and infrastructure.– Inconsistent formal project management expertise among organization– Culture change barrier EPM process adoption, project development.– Current processes non-existent or not documented– Multiple sources of data and databases (i.e. Remedy, Workforce,
Peoplesoft, Livelink docs, Sharepoint)– Informational meetings– Redundant work- Passport and EPM– Project interdependencies between departments not communicated.
8
– People, Process, Tools (EPM Platform)
ProcessProcessEPMEPM
TechnologyTechnologyTechnologyTechnology
StrategyStrategyStrategyStrategy
PeoplePeople
Proj
ects
Proj
ects
Projects
Projects
Proj
ects
Proj
ects Projects
Projects
Process - Define Capabilities; Critical Requirements
Resource Resource ManagemenManagemen
tt
Project Project ManagemenManagemen
tt
Project Project Portfolio Portfolio
ManagemenManagementt
Budget & Budget & Cost Cost
TrackingTracking
Reporting & Reporting & AnalysisAnalysis
Creating Plans Creating Plans & Defining & Defining
ScopeScope
Developing & Developing & Managing Managing SchedulesSchedules
Understanding Understanding Tasks & Tasks &
Required SkillsRequired Skills
Identifying Identifying People, People,
Equipment, etc.Equipment, etc.
Understanding Understanding Availability of Availability of
ResourcesResources
Matching Skills Matching Skills to Assignmentsto Assignments
Alignment of Alignment of Projects with Projects with
Strategy of the Strategy of the FirmFirm
Establishing Establishing Project Project
PrioritiesPriorities
Allocation of Allocation of ResourcesResources
Understanding Understanding and Identifying and Identifying Project CostsProject Costs
Managing Managing Associated Associated
BudgetsBudgets
Identifying Identifying Risks to Risks to
OrganizationOrganization
Communicating Communicating Status to Status to
OrganizationOrganization
Gathering Gathering InsightInsight
Identifying Identifying Risks to Risks to
OrganizationOrganization
A temporary A temporary endeavor endeavor undertaken to undertaken to create a unique create a unique product or service.product or service.
PMBOK PMBOK
ProcessProcessEPMEPM
TechnologTechnologyy
TechnologTechnologyy
StrategStrategyy
StrategStrategyy
PeoplePeople
Proj
ects
Proj
ects
Projects
Projects
Proj
ects
Proj
ects Projects
Projects
Project VariablesProject Variables
TasksTasks
Strategy - Levels Of Project Data
Resources, AssignmentsResources, Assignments
ScheduleScheduleActualsActuals
Costs Costs ActualsActuals
EVAEVA
ProcessProcessEPEPMM
TechnologTechnologyy
TechnologTechnologyy
StrategStrategyy
StrategStrategyy
PeoplePeople
Proj
ects
Proj
ects
Projects
Projects
Proj
ects
Proj
ects Projects
Projects
Project Management Office Project Management Office (PMO)(PMO)
The mechanism through The mechanism through which a Structured Project which a Structured Project Management Program is Management Program is
established and established and maintained within the maintained within the
organizationorganization
MatureProject
Management
Project Management Office
(PMO)
Structured
Project Management
Program
StrategyProcessProcessEPEPMM
TechnologTechnologyy
TechnologTechnologyy
StrategStrategyy
StrategStrategyy
PeoplePeople
Proj
ects
Proj
ects
Projects
Projects
Proj
ects
Proj
ects Projects
Projects
Technology - Connecting Your People to Projects
ExecutivesResource Managers
Team MembersProject Managers
Line of Business Systems
ProcessProcessEPEPMM
TechnologTechnologyy
TechnologTechnologyy
StrategStrategyy
StrategStrategyy
PeoplePeople
Proj
ects
Proj
ects
Projects
Projects
Proj
ects
Proj
ects Projects
Projects
14
Portfolio Management
Resource Management
Initiation/ Prioritizing
Communication/Collaboration
ScheduleManagement
PMO Scope Management
Risks/Issues
Architecture review
EnterpriseTemplates
Executive Dashboard
Resource Management
Enterprise resource pool
Resource Pool scrub - AD Sync
Allocation Reports by Project/Resource Type
Project Time Reporting
Change Mgt.
Variance AnalysisPilot Migration to EPM Production
Schedule Estimating
Health Reports
Project Status Report
Standard rates samples and out of the box reports
Earned value S curve reports
Cost reporting
LOB integration
EPM Training Delivery - UAT
Dat
e
Requirements mapped – Integration to LOB
Guiding Principles/Best Practices/UAT testimony
POC/Pilot Phase 1 Initial Requirements
Dat
e
Dat
e
Technology
Culture impacts
Templates & update cycles established
Data/Usage Patterns established
PM101 training
Training
Risks/Issues
Define notification parameters
Risk Management
Baselining Process
Gap Analysis, Remedy & EPM
EPM & PrioritizationPOC
Phase 2
Workflow rollout
ProceProcessss
EPEPMM
TechnoloTechnologygy
TechnoloTechnologygy
StrateStrategygy
StrateStrategygy
PeoplPeoplee
Proj
ects
Proj
ects
Projects
Projects
Proj
ects
Proj
ects Projects
Projects
Prioritization Of Selected Projects
• Positions newly approved projects relative to all other projects in the portfolio
• Can utilize the criteria in the selection process with weights/scoring for each criteria
• End result is a ranked list of projects within the portfolio
BPA Deliverables
•Project web site
•Common PM tool, planning processes, PM language
•Centralized PMO-using BUP template
•Update cycles and communication plans
•Microsoft Project EPM
•Change management initiative using Clearquest
•Train the trainer programs
•BES/P2003 integration running in John Quinata’s PMO.
•Dedicated servers for TM future initiatives
•Top-down buy-in with BPA representation in PMO for bottom up accuracy
Project Management processes were adopted, configured to the specific needs of the organization.Project Management Office became center.
Conclusion The interface between Passport, PeopleSoft and Microsoft
Project 2002 has achieved significant improvements at Bonneville Power Administration. It improved enterprise reporting and resource planning, as well as project monitoring and tracking. It also allows project managers to take advantage of advanced project management features that will ultimately lead to better control allowing better informed decisions to be made in a timely manner resulting in improved efficiencies and cost saves.
ProcessProcessEPEPMM
TechnologTechnologyy
TechnologTechnologyy
StrategStrategyy
StrategStrategyy
PeoplePeople
Proj
ects
Proj
ects
Projects
Projects
Proj
ects
Proj
ects Projects
Projects
Obtain knowledge and understanding of the EPM system – You’ve already started!
Develop and validate you EPM business case and “Roadmap”
Define Pain Points Execute Roadmap Take a phased approach Limit the technology
ProcessProcessEPEPMM
TechnologTechnologyy
TechnologTechnologyy
StrategStrategyy
StrategStrategyy
PeoplePeople
Proj
ects
Proj
ects
Projects
Projects
Proj
ects
Proj
ects Projects
Projects
WHAT IS NEXT FOR PEOPLE, PROCESS AND TOOLS?
Project 2007
ProcessProcessEPMEPM
TechnologyTechnologyTechnologyTechnology
StrategyStrategyStrategyStrategy
PeoplePeople
Proj
ects
Proj
ects
Projects
Projects
Proj
ects
Proj
ects Projects
Projects
An Enterprise Solution…
Timesheet
ReportingResource PlansData
WarehouseSecurity
Event/Notifications
Task Assignment
Scheduling
Budgeting
Capabilities
Portfolio Selection
Portfolio Gov
LOB:•ERP•CRM
Platform
Front-end
Services Capabilities
Understand Project’s scheduling Change Highlights – What if Scenarios Task Drivers Multi Level Undo
Cost Enhancements Cost Resources Account Codes
Timesheets and Task Management Proposals & Activity Plans for Workflow Integration with PPS (Project Portfolio Server) purchase of
UMT Resource Plans Outlook Integration
EPM 2007 Easier to Get StartedEnable faster and broader adoption
35
Project Portfolio Server Project Portfolio Server AcquisitionAcquisition
Portfolio management was a functional gap Portfolio management was a functional gap in the Microsoft project management in the Microsoft project management solutionsolution
UMT’s Portfolio:UMT’s Portfolio:
Developed by UMT, represents over 15 Developed by UMT, represents over 15 yrs of project portfolio management and yrs of project portfolio management and analysisanalysis
Not an add-on to a project management Not an add-on to a project management tooltool
The missing ingredientThe missing ingredient
36
0% 2% 4% 6% 8% 10% 12% 14%
Media & Entertainment
Chemicals
Food & Beverage
Healthcare
Transportation
Other
Insurance
Technology
Pharmaceutical
Professional Services
Manufacturing
Energy & Utilities
Government
Banking & Fin. Services
Source: February 17, 2006 survey of UMT PPM Webinar ParticipantsSource: February 17, 2006 survey of UMT PPM Webinar Participants
PPM Participant Industries
37
Project Server Gateway Workflow Example
Synchronize actual and forecast project data from Project Server with Portfolio Server to effectively manage and track portfolio performance
through execution.
As projects are being executed, the Gateway is used on a periodic basis
to automatically aggregate detailed project data (i.e. actual and
forecast) from Project Server to Portfolio Server. In this way Portfolio
Server offers a central view with all pipeline and in-flight portfolio
information for full ongoing portfolio management.
3
3
38
Project Tracking and Roll-up
Standards clarify reporting and enable aggregationFinancial and resource tracking provide early warning of projects at riskOn-line format promotes visibility and streamlines data collection